This unit introduces the fundamentals of people practice, ranging from the employee lifecycle to policies, regulation, and law. It further explores a diverse array of specialist subjects such as recruitment, talent management, reward and learning and development, essential to a career in people practice. Importantly, this unit enables practitioners to apply their knowledge and skills, building their confidence and ability to practice progressively.

Case study

Inter Luxe Hotel Group is a multi-national hotel chain with 800 properties in 25 countries. The hotels are based in coastal resorts and cities. In coastal resorts, customers are mainly those on holiday. In cities, the customer base is more diverse and includes sightseers and business customers. Both groups of customers have high expectations. You work as a People Advisor in the People Function of a cluster of eight hotels. Inter Luxe Hotel Group employs graduate trainees who spend time in different functions to enable them to develop knowledge and understanding of the whole business. A graduate trainee will soon be starting their placement in your function, and you are responsible for their learning during this placement.

Task one – Written advice (recruitment and selection)

• You feel a good starting place is to learn about the employee lifecycle. You decide to explain the stages of the employee lifecycle and how a people practitioner could contribute to each stage. (AC 1.1)

Employee turnover is high for Food and Beverage Assistants, and you are about to recruit and select new employees for this role. You decide to advise the graduate trainee on how to recruit and select Food and Beverage Assistants.

• Explain the purpose and key content of a job description and person specification. Explain how job analysis can be used to decide on the content of these documents. (AC 1.2)
• Explain two different recruitment methods that Inter Luxe Hotel Group could use for the Food and Beverage Assistant vacancies and why the two methods are appropriate for the role. (AC 1.3)
• Explain factors to consider when deciding on the content of copy used in the recruitment methods you have explained above. You could consider factors such as budget, balance between providing an accurate and positive image, space available, corporate image. (AC 1.4)
• Explain two different selection methods that Inter Luxe Hotel Group could use for the Food and Beverage Assistant vacancies and why the two methods are appropriate for the role. (AC 2.1)
• Explain what selection records Inter Luxe Hotel Group should retain and why they should retain these records. (AC 2.4).
• Write letters of appointment and non-appointment for the Food and Beverage Assistant role. (AC 2.5)

Task two – Simulated interview

• Devise selection criteria for the post of Food and Beverage Assistant using the job description already written (Appendix A). Use the selection shortlisting matrix (Appendix B) to shortlist applications against the selection criteria to determine candidates to be interviewed. Your assessor will provide you with completed, sample application forms. (AC 2.2)
• Interview one applicant and decide whether they meet the criteria for the post. The interview could be a panel or one-to-one interview (as determined by your centre). The interview could be conducted face-to-face or by web conferencing. (AC 2.3)

[If working as a panel, it is essential that each member of the team actively takes part in devising the criteria, shortlisting, interviewing and decision-making.

A copy of CIPD STARR Model Interview Questions (Appendix C) has been included, that can be used when developing interview questions.]

Task three – Guidance document (legislation and employment relations)

After meeting the graduate trainee, you realise that their knowledge of employment legislation and employment relations is limited. As part of their development, you develop a guidance document.

The guidance document must include:

• an explanation of the importance of achieving work-life balance within the employment relationship with an overview of the legislation relevant to working time. (AC 3.1)
• an explanation of what is meant by, and the importance of, wellbeing in the workplace. (AC 3.2)
• a summary of the main points of discrimination legislation. (AC 3.3)
• an explanation of what diversity and inclusion mean and why they are important. (AC 3.4)
• an explanation of the difference between fair and unfair dismissal. (AC 3.5)

Task four – Guidance document (performance management and reward)

The second part of the guidance document contains essential knowledge and understanding of performance management and reward. You need to ensure that your explanation includes:

• the purpose and typical components of performance management. (AC 4.1)
• twofactors that need to be considered when managing performance. (AC 4.2)
• different methods of performance review. (AC 4.3)
• key components (financial and non-financial) that are required to achieve an effective total reward system. (AC 5.1)
• how reward can motivate employees to perform. (AC 5.2)
• at least two reasons for treating employees fairly in relation to pay. (AC 5.3)

Task five – Written answers (learning and development)

Your manager is keen that being responsible for the development of the graduate trainee is also a development opportunity for you. Your manager asks you to:

• explain why learning and development activities are of benefit to the graduate trainee andInter Luxe Hotel Group. (AC 6.1)
• describe different types of learning needs and reasons why they arise for the graduate trainee andInter Luxe Hotel Group. (AC 6.2)
• summarise different face-to-face and blended learning and development approaches, including facilitation; training; coaching; and mentoring that you could use when developing the graduate trainee. (AC 6.3)
• explain how, in the design and delivery of learning and development initiatives, individual requirements and preferences of the graduate trainee must be accommodated. (AC 6.4)
• discuss at least twomethods of evaluating the graduate trainee’s learning and development and its impact. (AC 6.5)

Assessment Criteria

Task 1 – Written advice

1.1 Explain each stage of the employee life cycle and the role of the people professional in it.

1.2 Explain different ways in which you can prepare information for specified roles.

1.3 Explain different recruitment methods and when it is appropriate to use them.

1.4 Explain factors to consider when deciding on content of copy used in recruitment methods.

2.1 Explain different selection methods and when it is appropriate to use them.

2.4 Explain the selection records that need to be retained.

2.5 Write letters of appointment and non-appointment for an identified role.

Task 2 – Simulated interview

Assessment criteria

2.2 Develop selection criteria and shortlist candidate applications for interview for an identified role.

2.3 Participate effectively in a selection interview and the decision-making process for an identified role.

Task 3 – Guidance document

Assessment criteria

3.1 Explain the importance of work-life balance within the employment relationship and how it can be influenced by legislation.

3.2 Explain the concept of wellbeing in the workplace and why it is important. 3.3 Summarise the main points of discrimination legislation.

3.4 Explain what diversity and inclusion mean and why they are important.

3.5 Explain the difference between fair and unfair dismissal.

Task 4 – Guidance document

Assessment criteria

4.1 Explain the purpose and components of performance management.

4.2 Explain factors that need to be considered when managing performance.

4.3 Explain different methods of performance review.

5.1 Explain the key components of an effective total reward system

. 5.2 Explain the relationship between reward and performance.

5.3 Explain the reasons for treating employees fairly in relation to pay.

Task 5 – Written answers

Assessment criteria

6.1 Explain why learning and development activities are of benefit to individuals and organisations.

6.2 Describe different types of learning needs and reasons why they arise for individuals and organisations.

6.3 Summarise different face-to-face and blended learning and development approaches including:

• facilitation
• training
• coaching
• mentoring.

6.4 Explain how individual requirements and preferences must be accommodated in the design and delivery of learning and development.

6.5 Discuss how learning and development can be evaluated.